Managing Fast – Tracked Projects: A Review of ECI Report Dr Managing Fast – Tracked Projects: A Review of ECI Report Dr. George Jergeas PEng.

Reference This presentation is based on the European Construction Institute (ECI) - UK ECI Manual The Fast Track Manual A guide to Schedule Reduction for Client and Contractors on Engineering and Construction Projects

Content Introduction Different Project Stages Concept Stage Development Stage Definition Stage Design Stage Procurement Stage Construction Stage Commissioning Operation Stage

Introduction Takes place more quickly than normal A difficult and often stressful route to follow Projects ranged from 4 - 36 months Schedule reduction 10 - 29% Cost increase 10 - 20%

Reasons for Fast Track Urgent requirements by client To maximize profit or limit loss Imposed deadline Start of academic year End of current lease New legislation Minimize disruption of services

Key Success factors The calibre of individuals and their working relationships The adequacy of the definition of the project Strategy adopted and systems for implementation The passion to succeed on the part of key participants

Definitions “A managerial approach to the achievement of early project delivery, involving the application of innovations in the management of construction procurement and recent advances in the process that, bringing into play; The integration of construction and design phases The involvement of the contractor in both the design and construction phases Overlapping of work packages to enable construction of sections of the project to proceed while the design for other sections is being progressed The employment of the expertise of suppliers in design and construction Kwakye, 1991

General Principles Work Package Overlap Work packages are progressed in parallel Overlap the stages for each work package Early Decisions Experienced judgement and empowerment Commence design before scope has been defined Must accept wrong decisions

Partnering/Building and sustaining team Benefits General Principles Integrated Project Team Main parties are combined into a single organization and participate to the limit of their capability in achieving the project objectives Partnering/Building and sustaining team Benefits Availability of additional expertise Avoiding learning curve errors Reduction in the overall workload Commitment to the project definition and schedule Design and construction developed together

General Principles Additional Staff More labour will be needed at peak period as a consequence of scheduling activities in parallel More management resource will be needed to deal with interface and progress issues arising from inter-dependencies between disciplines and between design, procurement and construction Schedule Reduction Techniques Project must be managed in an efficient manner making full use of project management and schedule reduction techniques Procurement Strategy Early selection of subcontractors and vendors

A structured and thorough risk management process needed General Principles Additional Risks Decisions based on limited information, cannot always be right first time A structured and thorough risk management process needed

Characteristics that Support Strategy Ownership Client support Project sponsor or champion Stakeholder support and commitment Organization Project team needs to be simple, clear and devoid of rigid hierarchy If parent organization has a functional matrix structure, the functional line must be subordinate to the project management (task) line for the duration of the project team

Characteristics that Support Strategy Desirable Team Characteristics Honesty - Openness - Trust Anticipation and avoidance of issues rather than waiting for them to turn into problems Mutual support - issue resolution, coaching No blame culture Access to all parties, no communication barriers Lean organization, which aids communications and speeds decision taking Full time members Authorized and empowered team members Decision making on the spot without referring

Characteristics that Support Strategy People and Relationships Technical competence Decisiveness - self starter - can do - flexibility Ability to forecast outcome and act accordingly See the big picture Willing to collaborate Enthusiasm Strong leadership Managerial competence Openness

Characteristics that Support Strategy Motivation Create a team culture that avoid de-motivation of individuals who are keen to succeed, but are prevented by the organization, procedures,….. Working part of a team, working equally hard and supporting each other Appoint key positions to individuals known to be good motivators Early identification and removal of under-performing individuals Team building and partnering sessions Incentive/penalty clauses

Characteristics that Support Strategy Contractual arrangements Achieve win-win situation Pre-selected, preferred contractor Reimbursable basis, with incentives Lump-sum can also be used Partnering Up front agreement for payment for changes and extras

Characteristics that Support Strategy Communications More informal communication - face-to-face Barriers should be removed - information flows directly between the parties regardless of parent organization and level of hierarchy Responsibility for communication lies with the individual who has made a decision Frequency and progress meetings Frequent and concise reporting.